Vocational Graduate Certificate in Management (Learning)

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Vocational Training
& Education


Post
-
Graduate Studies












Course Outline

Distance Education/On
-
campus study



Vocational

Graduate Certificate in Management
(Learning)

(TAE70210)


Postgraduate Studies

2013





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Contact:

Manager

A/Prof. Marcus Bowles

UTAS
-
AMC

A
djunct
Deputy Director

Registered Training Organisation

VET & Industry Research

Locked Bag 1399

m: 041 243 9009

Launceston TAS 7250

marc.bowles@utas.edu.au

marsdenm@amc.edu.au




The Australian Maritime College is a specialist institute of the University of Tasmania.

Cricos Provider Code:


00586B

National RTO Code: 60131





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TAE70210 Graduate Certificate in
Management (Learning)

Overview

of the subject

The Graduate Certificate in Management (
Learning
) is a nationally recognised vocational, graduate
qualification. It has been developed to pr
ovide participants with the breadth, depth and complexity
of knowledge and skills required to
lead

organisation
s, particularly with an emphasis on
professionals managing transformational change and responsible for identifying and developing the
capabilitie
s and skills required to achieve the desired improvements
.

The course will transition the participant from vocational education and training
t
o
university
-
level
post
-
graduate studies
;
and/
or from a career pathway focussed on
professional and
technical ski
lls
in
to a leadership and management pathway.

Participants are expected to be employees from more complex organisations
, registered training
organisations,

or technical professionals seeking to acquire and apply practical competencies and
educational experiences that directly relate to real workplace challenges.

The course is designed to be delivered in
hybrid
modes:

either intensive
classroom sessions wit
h
distance
learning
or
solely
by

distance
.

Course outcomes

On successful completion of the course, participants will attain attributes that enable them to:



Identify a
leadership
capability profile and
personal
development plan



Develop

and manage knowled
ge and learning

strategies
to support organisational
transformation



Manage
change initiatives



Plan and prioritise continuous improvement initiatives



Promote

innovation systems and practices



Identify current trends in technology and a
ssess
the impact on lea
rning and business models



Enhance workplace learning and skills development

Aim

The
vocational
Graduate Certificate of Management (
Learning
) is designed for individuals who are
interested in achieving excellence in management and leadership, and in particular learning how to
lead the design, implementation, management and improvement of
learning and digital
systems
across a range of applied c
ontexts.

On completion graduates will be qualified with nationally recognised,
leadership and management
competencies. The entire course and all
units of study
target applied performance within an industry
setting while enhancing the individual's future c
areer and learning pathways.

Advanced standing

Students with a
vocational

TAE70210

Graduate Certificate in Management

will receive a 4 unit credit
in either the 8 unit Graduate Diploma or

a

12 unit Masters
program (
e.g.
the Masters of
Business
Administration
or, alternatively, MMS, MAppSc
and M.Ed.
qualifications
)

at the
AMC and University
of Tasmania
.

Masters qualifications can serve as entry points to a doctoral degree
.


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Structure of the course

Four
units of study

must be completed to
attain the
vocational
Graduate Certificate in Management
qualification. The length for completion of the total course is nominally held at 576 hours. Nominal
duration includes time for individual self
-
paced study and reflection.

Requirements for the qualif
ication are completion of
two
core module plus
two

electives. Any
two

of
the
four

electives may be chosen by those seeking the qualification.
Alternate University of
Tasmania and Australian Maritime College elective units can be packaged or configured sub
ject to
further discussion with the course coordinator or RTO manager.

Table
1
: Modules, Competency Alignment and Duration

Unit of Study Title

National Competency Units

Nominal
Hours

Core units
(Both units must be completed)

JNB514 Transformational Leadership

BSBLED701A Lead personal and strategic
transformation

144

BAA506 Learning Through Practice A
(Workplace)

BSBLED702A Lead learning strategy
implementation

144

Elective units

(minimum of two units to be completed)

BAA517

Innovation, Place and
Entrepreneurship

BSBIN
N
501A Establish systems that
support innovation

144

JNB525 Electronic Commer
ce and Information
Technology

BSBITB701A Implement advanced
electronic technologies

144

Human Capital Development

(
JNB515 Knowledge
Management
)
*

BSBLED710A Develop human capital

(PSPMNGT614A Facilitate knowledge
management)

44

Coaching and Mentoring Strategies*

BSBLED705A Plan and implement a
mentoring program

(
BSBLED706A
-

Plan and

implement a
coaching strategy)

144

* Subject to
availability.

Note:
Each
vocational unit/m
odule equates
1:1 to a higher education,
university equivalent
unit of study
.

Unit Schedules

The Semester 2, 2013 intake for this course will operate to the following schedule and dates. While
students stud
ying by distance have flexibility as to when, where and how they study, study and
submission of assignment work should occur within these timeframes. The unit outline for each unit
will have a more detailed schedule that includes the due date for assessmen
ts.

Unit of Study Title

Start and Finish Date

15 week block

Intensive Session

Core units
(Both units must be completed)

JNB514 Transformational Leadership

1 August 2013 to

11 November 2013

10/11 August 2013

BAA506 Learning Through Practice A
(Workplace)

2 September 2013 to

9 December 2013

Overviewed last session

11 August 2013

BAA517 Innovation, Place and
Entrepreneurship

4 November 2013 to

28 February 2014

22/23 November 2013

JNB525 Electronic Commer
ce and Information
Technology

2
September 2013 to

9 December 2013

21/22 September 2013


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Human Capital Development

(
JNB515 Knowledge Management
)
*

20 January 2014 to

28 April 2014

Nil

Coaching and Mentoring Strategies*

20 January 2014 to

28 April 2014

Nil


It is possible for participants to complete this degree in six months. However, participants can also
distribute the workload over 12 months by choosing electives available in Semester 1, 2014
(20
January 2014 to 28 April 2014
).

Note
: Subject to confirm
ation by your course coordinator, a core unit

may also
be deferred until
Semester 1
. On commencement you will be asked to nominate the units you seek to complete and
the schedule.

Time commitment

All

unit
s in this qualification have been
designed for
flexible study,

and offer

intensive,
on
-
campus
sessions
or

study

by distance education. There is a range of teaching and learning options to choose
from,
which are

made clear in
the
Study Guide

for each unit.

All units require an estimated 144 hours of s
tudy.
As a guide y
ou are expected to spend an average
of around 10 hours per week on dedicated study


including self
-
paced

study,
any intensive
‘class’
activities (face
-
to
-
face and/or online) and preparation for assignments
.

In semester 2, July to December 2013, one core unit and one elective unit will be offered by
intensive study. The second core unit and all other units on offer in 2013
-
14 will be available for
completion between August 2013 and May 2014 by distance study,
at the discretion of the student.

No more than 6 days of intensive study will be required. The first two units will be conducted over
two days

a weekend

within the 15 week block that has been allocated for completing the unit.
Early parts of later weeke
nd sessions will debrie
f on the previous unit of study. A
ll 3 weekends will
occur in 2013. Attendance is optional, but highly recommended.

The sessions will be completed at
the UTAS northern campus located in Launceston, Tasmania. A further 2 days may be
offered in late
2013 contingent upon demand for the fourth unit on innovation.

Fees and the employer co
-
contributio
n

The total cost for this course is $9,800 for the four units or $2
,
450 per unit.
As a
significant national
workforce development need e
xists for those able to lead vocational and industry training t
h
is
course will be delivered to optimise participant access to
the
National Workforce Development
Fund. Fund
ing

allows eligible organisations to
source

funding to support the training of existi
ng
workers and new workers
completing the full qualification
. Government funding will be
supplemented by a co
-
contribution from industry with the Government contributing at higher levels
for smaller businesses.

Size of Participating

Organisation’s Workfor


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AMC and University’s


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commitment to encourage
new
pathways
into university study
and
promote transformative
learning
approaches in
community, industry and regional
training organisations
.

Entry requirements

Applicants are expected to hold either:



a
relevant Advanced Diploma or Diploma, or a relevant Certificate IV or Certificate III
together with significant relevant vocational practice

(greater than 5 years)
; or



relevant extensive vocational practice, demonstrated managerial competencies and relevan
t
experience of seven years, without formal qualifications; or



a Bachelor Degree; or



other higher education qualification, with relevant vocational practice
.

Fluency in English language to a minimum overall IELTS test score of at least 6.5 would be
required
to successfully complete coursework.


Access to the course is in no way limited by a person's age, gender, social background, or education
and training history.

Assessment

Assessment for each
unit

will emphasise competency attainment. However w
ritten and
alternative
non
-
competency

based methods may be nominated to achieve required evidence to judge an
individual’s attainment of the
intended

learning outcomes. Assessment methods and conditions are
listed in two places

within the course documentat
ion
; the assessment strategy for each
unit
, or as
listed in the overall RPL and Assessment Kit.

Individuals may choose to access all materials without undertaking assessment or attaining the
qualification.

Formal assessment will be completed at two level
s.

(a) Formative
:

During all the topic areas you will find activities and an ‘end of topic area’
knowledge quiz. These can be completed to confirm key knowledge, skills or other
attributes.

Formal formative assessment could include:

1.

Activities set in the

s
tudy
g
uides

2.

End of
module

k
nowledge
q
uizzes

3.

A
l
earning styles questionnaire

4.

A
l
eadership styles questionnaire

5.

An
e
motional intelligence profile

Please note all tools c
an be completed as part of
self
-
paced or classroom based
learning. However, it would u
sually be expected the tools will be completed in
conjunction with a real workplace context.

(b) Summative


Assessment will occur to measure the learner's achievement against the
unit

purpose
, aligned competency

and
the intended

learning outcomes. Informa
tion on
formal assessment events, scope, pass criteria, special resources and weighting
relevant to the learning outcomes is given in assessment strategy for each
unit
.

Summative assessment could include:

1.

Assignments

2.

Case study or scenario analysis

3.

Group
or p
roject
w
ork

4.

W
ork
-
based reports

and projects



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Recognition of Prior Learning (RPL)

Individuals enrolling in the
vocationally accredited
Graduate Certificate in Management may later
opt to apply for Recognition of Prior Learning (RPL). RPL is a formal
process conducted through
national RPL

Guidelines and

procedures

that

Registered Training Organisations must have in place.
It is offered to assist those who may have previous experience or skills to gain recognition and
formal qualifications without repeating or undertaking unnecessary training.

RPL will enable
p
articipan
ts to:



Receive recognition of current levels of skills and knowledge



Increase understanding of how to achieve qualifications



Improve confidence in their current level of skills and knowledge



Undertake fewer
units/
modules of training by gaining ‘credits’



S
ave time and accelerate attainment of a qualification.


UNIT OUTLINES

UNIT:
JNB514 Transformational Leadership

Unit description

Transformational Leadership is designed to enable students and those already employed in industry
to further develop knowledge
of what it is to lead and be led in an organisational environment
characterised by rapid change and growing uncertainty. Study will encompass the nature of
transformational leadership, the relevant theoretical frameworks and the personal, interpersonal
and

systems
-
level capabilities required to lead in an array of change contexts.

To assure applied understanding study of prevailing approaches and research on Transformational
Leadership will be augmented with extensive
self
-
profiling

and planning a change p
roject.

Alignment to national Unit of Competency

This unit of study
will satisfy skills and knowledge associated with

BSBLED701A Lead personal and
strategic transformation
.

Intended learning outcomes

Learning outcomes focus on students, the capabilities t
hey will develop in the unit and the abilities
expected of them at the end of the unit.

They are statements about outcomes expected of students;
what they will be able to do with what they learn in the unit. They build on the purpose and goals
outlined in

the Unit description.

On completion of this unit you should be able to:

1.

Demonstrate critical academic thinking on the

nature and importance of transformational
leadership capabilities in an organisational situation

2.

Assess how different
leadership
attrib
utes and styles impact on how a leader influences,
inspires and orients others to transform

3.

Identify and develop a systematic approach to the leadership of a change project
.

Weight

12.5 (50 points required for Graduate Certificate, 100 for Graduate Diploma

and 150 for MBA)


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Assessment


Personal Leadership Profile 15%; Knowledge Quiz 30%; Assignment Change Plan 55%.

Teaching Pattern

Optional i
ntensive mode will be available (2 days intensive and one day recall/completion
)
.

Distance Study Options

Available.
Class attendance is not mandatory but will be offered Second semester 2013.

Unit Structure

Transformational Leaders
hip

1.

Introduction to
l
eadership
-

Principles and practices of leadership and management

2.

The effective leader
-

Roles, traits, behaviours and c
ompetencies

3.

Leadership
s
tyles


Power
and

influence

4.

Transformational
l
eaders communicate for meaning

5.

Transformational leaders engage emotions

Change Management

6.

Transformational leaders create shared visions

7.

Transformational leaders lead change

8.

Transformat
ional leaders set
-
up change

9.

Transformational leaders execute change

10.

Transformational leaders evaluate and sustain change

11.

Transformational leaders build agile organisations

12.

Transformational leaders build shared futures

UNIT: BAA506 Learning Through
Practice A (Workplace)

Unit description

Through a wide range of
workplace
activities in the workplace,
participants will

grow professional
skills and capabilities relevant to
development, reporting and
management

of a learning strategy
.
The unit seeks
to
p
romote insights into how adults learn and provide participants with the
frameworks and tools to understand how they

and other employees
, as adults,
learn

what
capabilities have
already
been developed and
where new
skills and capabilities might be
required
to
meet planned outcomes.

Alignment to national Unit of Competency

This unit of study
will satisfy skills and knowledge associated with

BSBLED702A Lead learning
strategy implementation
.

Intended learning outcomes

On completion of this unit you should be ab
le to:

1.

I
solate and prioritise skill gaps and needs for an identified group of adult learners

2.

Demonstrate firm understanding of the link between
learning

and how
organisations build

capability, talent, career pathways, and
culture

3.

Develop a learning strate
gy and implementation plan

Weight

12.5 (50 points required for Graduate Certificate, 100 for Graduate Diploma and 150 for MBA)


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Assessment


Postcard/
Presentation

-

1
5
%;
Short

Report
-

30
%;
Organisational
Learning Strategy
-

5
5%

Teaching Pattern

Self
-
paced
,

project

based
.

Distance Study Options

Available.

Unit Structure

This unit is
centred on
a work

based project
and application of
a set structure and tools.

Nevertheless, k
ey topics covered
will
include:

1.

Organisational Strategy and Learning

2.

Leading
Learning Strategy Formation

3.

Needs Assessment and Analysis

4.

Job and Task Analysis

5.

Competency
-
based Needs Analysis

6.

Workforce Planning

7.

Learning Strategy Process: Analysis

8.

Learning Strategy Process: Build

9.

Learning Strategy Process: Implement

10.

Learning Strategy P
rocess: Improve

11.

Governance of the Learning Strategy

12.

Organisational Learning Strategies: Future Insights


UNIT: JNB525 Electronic Commerce and Information Technology

Unit description

This
unit of study
i
ntroduces the current trends including
various tec
hnologies and models
associated with the
use of

information
and communication
technologies
(ICT)
by

organisations
.
While covering the theory underpinning e
-
commerce and
associated
business models
,

study
in this
unit
will enable
participants

to
sort through
the noise and hype surrounding current
trends and
technologies to
exami
ne

how they actually enable a business’ commercial activities

or
how
digital
technologies
can be deployed
to enhance current
sales or service

(e.g.
developing and selling e
-
learning,
using social media to form channels to market, selling online, virtual interaction with
customers, etc.
)
.

Alignment to national Unit of Competency

This unit of study
will satisfy skills and knowledge associated with

BSBITB701A Implement advance
d
electronic technologies

Intended learning outcomes

On completion of this unit you should be able to:

1.

Establish how information
and
communication technology trends affect business models
and practices
specific
to an organisation’s
operational context

2.

Analyse and

present a
proposal

to optimise digital communication and/or contact with a
customer


3.

Research trends
and determine
how mobile electronic infrastructure, systems and solutions
can improve operational outcomes


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Weight

12.5 (50 points required for

Graduate Certificate, 100 for Graduate Diploma and 150 for MBA)

Assessment


Postcard
-

1
5
%;
Short Report

-

30
%;
Action Report
-

5
5%

Teaching Pattern

Intensive mode will be available (2 days intensive and
1

day recall/completion
)
.

Distance

Study Options

Av
ailable. Class attendance is not mandatory but will be offered Second semester 2013.

Unit Structure

1.

Why online is different, building an online strategy

Introduce the unit. Describe why the online world is different and how to develop a strategy
designed
to successfully compete in this global marketplace.

2.

Online market opportunity analysis

Covers a step
-
by
-
step approach to evaluate new online opportunities and select the best
ones to pursue. Topics include creating real value to meet customer needs, select
ing the
right customers to pursue, determining required resources to deliver your promise, and
assessing the opportunity’s attractiveness.

3.

Online business models

In the online world value is frequently created by the way an offering is delivered, not the
a
ctual product or service itself. This session will examine differences between offline and
online businesses and revenue models which work well online.

4.

Digital marketing and branding

Having a great idea is not enough, especially online. If you do not marke
t it well, then your
business will not be successful. This session will cover why the Internet has changed
marketing, the importance of branding for an online business, and basic online marketing
techniques.

5.

Website interface design to support a business

A

website must be designed to attract visitors, draw them into the website, and set their
expectations. This is much more than having a pretty site with lots of video; the site must be
designed to support your business strategy. Different criteria for evalu
ating and designing a
website interface will be covered.

6.

Online marketing and social media

This session will cover some of the most important techniques for marketing online
businesses including search engine optimization, pay
-
per
-
click advertising, mobile

apps and
social media.

7.

Analytics and performance. Security and Intellectual Property

All businesses must measure their progress and success; online is no different. Basic analytic
techniques and metrics which can improve performance will be covered. Any b
usiness is
subject to security threats and must protect its property, both physical and virtual. Online
businesses have unique issues which make security and intellectual property especially
relevant.

8.

Trends and developments

A look at the digital economy
and the current trends and technologies.




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UNIT: BAA517 Innovation, Place and Entrepreneurship

Unit description

This unit explores the
skills, knowledge and behaviours
required to conceptualise and establish new
systems that support and encourage innovat
ion
and creativity
in the workplace.

Participants will
examine the
emerging interr
elationship between innovation
and entrepreneur
ial behaviours
and
,
more specifically,

contextual requirements for fostering a
culture

that embraces a continuous search
for in
novation and improvement
. In the context of transforming
products and services a

particular
focus will be on

improving the absorption and transfer of knowledge and learning.

Alignment to national Unit of Competency

This unit of study
will satisfy skills an
d knowledge associated with

BSBIN
N
501A Establish systems
that support innovation
.

Intended learning outcomes

On completion of this unit you should be able to:

1.

Foster innovation, especially within and across a value chain

2.

Build relationships to foster soci
al capital, especially with regards to the creation of new
value through entrepreneurship or innovation

3.

Research
and identify opportunities for
development

of
new system
s, processes, practices,
ideas, or products and services

that generate innovation or bu
siness advantage

4.

Develop a systematic plan for implementing a major improvement based on an innovative
process, practice, product or idea

Weight

12.5 (50 points required for Graduate Certificate, 100 for Graduate Diploma and 150 for MBA)

Assessment


Group Work


Case Study Analysis 30%; Presentation 25%; Action Plan 45%

Teaching Pattern

Distance. Subject to demand intensive mode may be available (2 days intensive and 1 day
recall/completion).

Distance Study Options

Available. Class attendance is not

mandatory and intensive study may be offered second semester
2013 subject to demand.

Unit Structure

The structure of this unit can vary to fit contextual, local n
e
eds. However the course materials
typically will be structured against the following topics.

1.

What is innovation?

2.

What is entrepreneurship?

3.

The entrepreneurial leader

4.

Building a culture of innovation and creativity

5.

Innovation and commercialisation

6.

Value chain analysis

7.

Social
c
apital and collaboration
s
trategies


st
rategic
a
lliances and
n
etworks


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8.

C
ontemporary issues relating to managing
innovative thinking and practice: C
ognitive
and
interpersonal
development

9.

Techniques and tools for stimulating innovation and creativity in groups

10.

Planning and managing

innovative ideas

11.

Case
s
tudies and g
u
est facili
tators from industry

12.

Oral presentation of the implementation plan to a
panel of judges and colleagues

UNIT: JNB515 Knowledge Management

Unit description

This unit of study will advance an integrated way to manage knowledge and development
of
human
capabil
ity

within an organisation. It will do this through study and analysis that falls into two main
parts; firstly a study of knowledge capital and knowledge management, and secondly, a study of
human resource development. The link or cross over between these

two themes will be the
development of
h
uman
c
apital within an overall
k
nowledge
c
apital
f
ramework; what will be termed
h
uman
c
apability
d
evelopment
.

Students will be introduced to knowledge management and why it is contingent upon the
development of human

resources and their capital value. Rather than just focus on information
management and technology, this course will focus on people, processes and systems. It will show
how to m
anage within a knowledge driven, digital
economy while maintaining full aware
ness as to
how the capacity of people to perform and learn within and outside the organisation’s boundaries
will directly impinge overall knowledge capital value.

Alignment to national Unit of Competency

This unit of study
will satisfy skills and knowledge

associated with

BSBLED710A Develop human
capital
.

Intended learning outcomes

On completion of this unit you should be able to:

1.

Identify and establish the advantages of human capital to an organisation

2.

Understand the structure and types of knowledge capita
l

3.

Identify existing human capability and the capacity of the organisation

4.

Plan and prioritise human capability development

Weight

12.5 (50 points required for Graduate Certificate, 100 for Graduate Diploma and 150 for MBA)

Assessment


Research Project
-

3
0%;
Case Study/

Report
-

3
5%;
Online Quiz/Exam
-

3
5%

Teaching Pattern

Intensive mode will only be available subject to demand. All delivery will be online.

Flexible & Online Study Options

Available. Class attendance is not required.

Unit Structure

1.

A The
oretical Overview

2.

Dimensions of Knowledge


V
ocational

G
raduate

C
ertificate

in
M
anagement

(
L
earning
)

P a g e

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13

3.

From Competence to Capabilities

4.

Leading Knowledge Management within an Organisation

5.

Generating Knowledge Capital

6.

Managing Human Capital

7.

Human Resource Development: A Theoretical Overview

8.

Transformative HRD

9.

Developing Deep Organisational Capabilities
-

Learning

10.

Developing Deep Organisational Capabilities
-

Agility

11.

Developing Deep Organisational Capabilities
-

Absorptive Capacity

12.

Future Trends in the Management and Development of Human Capability


UNIT: Coach
ing and Mentoring Strategies

Unit description

Mentoring and coaching
have

become
vital
instruments in an organisation’s
operational, people and
process improvement ‘
tool box

. Global studies confirm that when implemented effectively
mentoring and coaching strategies contribute positively to the future success of the
organisation
and the
development

of the

individuals

involved
.

This
unit

will explore and contrast the relatio
nship and approach to mentoring and coaching in the
modern organisation. The view will be less on the applied techniques than on how to analyse,
design, implement and improve coaching and mentoring strategies. While
participants

will cover
what makes ment
oring and coaching successful at the interpersonal level, the main focus is on how
these strategies can be
planned and resourced in a manner that optimises individual and business
success
.

Alignment to national Unit of Competency

This unit of study will s
atisfy skills and knowledge associated with
BSBLED706A Plan and implement a
coaching strategy

and
BSBLED705A Plan and implement a mentoring program
.

Intended learning outcomes

On completion of this unit you should be able to:

1.

Determine the benefit and
strategic role of a coaching or mentoring program

2.

Develop tools and materials to support a mentoring and coaching program

3.

Plan and implement a coaching or mentoring strategy

Weight

12.5 (50 points required for Graduate Certificate, 100 for Graduate Diploma

and 150 for MBA)

Assessment


Case Study/Scenario

Work

-

20
%;
Mentoring Strategy

-

5
0
%
;

Knowledge Quiz
-

30%

Teaching Pattern

Intensive mode
will only be available subject to demand
. All delivery will be online.

Flexible & Online Study Options

Intensive
mode will only be available subject to demand. All delivery will be online.


V
ocational

G
raduate

C
ertificate

in
M
anagement

(
L
earning
)

P a g e

|
14

Unit Structure

1.

Introduction to
mentoring and coaching

2.

The value of coaching: individual and organisational

3.

T
he value of
mentoring: individual and organisational

4.

The principles and

practice of mentoring and coaching in an organisation

5.

Integrating coaching and mentoring into strategic people management systems

6.

A systematic approach to implementing a coaching or mentoring strategy

7.

Planning a mentoring and coaching strategy (Action p
lanning)

8.

Analysing and designing a mentoring strategy

9.

Implementing and evaluating a mentoring strategy

10.

Analysing and designing a coaching strategy

11.

Implementing and evaluating a coaching strategy

12.

Advanced approaches to mentoring and coaching